Children have struggled to make friends at school or in their community.

Partners and spouses have had difficulty making friends, finding work, and feel isolated.

Due to a lack of support or resources for families and partners, the expat employees/immigrants/refugees/military members have resolved this situation in multiple ways.

For example, they have ended their international assignments, decided not to renew their contracts in the service, or have been separated from their families for several years, straining relationships and impacting families.

They have had to navigate marital problems, where the spouse and children returned to their home country leaving the expat employee isolated. This often ends in divorce, and a large loss in productivity for the employer.

The cultural adjustment services for families of relocated employees I have seen are scarce, insufficient, and limited, often consisting of a few generic modules on the country they will be relocating to, if it exists, during the pre-departure phase, with no comprehensive services or support for the employees or families and no in country support or repatriation services.

Why Your Global Mobility Manager is Stuck

Global mobility managers are tasked with ensuring international assignments succeed — but they often get caught in a cycle:

• High stakes, low control: They arrange visas, housing, schooling, and logistics, but can’t directly influence whether an employee or family thrives in their new environment.
• Invisible struggles: On paper, an assignment looks successful (the relocation is complete), but behind the scenes employees and families often feel isolated, stressed, or culturally disconnected.
• Costly failures: Failed assignments are expensive. Early returns, disengagement, or underperformance can cost 2–3x an employee’s salary, not to mention damage client relationships and team morale.
• Limited resources: Most mobility programs cover the “hard” logistics but lack structured support for the “soft” — yet critical — cultural and emotional adjustment factors that determine assignment success.

This leaves mobility managers stuck: they are accountable for outcomes but lack the tools to address the human side of relocation. 

“Global mobility manages the move; I ensure the move works. Most failed assignments trace back to cultural and family adjustment, not logistics. My coaching program delivers pre-departure prep, in-country support, and family-focused guidance that accelerates integration, reduces isolation, and sustains performance. Companies see fewer costly returns, stronger engagement, and measurable ROI. Mobility becomes the hero—not just for getting people there, but for keeping them thriving.”